6.2 Conflicting objectives You have just seen how an objective to maximise market share may not be compatible with an objective to maximise profits. Businesses may have multiple objectives, many of which conflict. Think, for example, how difficult it would be for an oil refinery to both maximise profits and minimise the effect upon the environment of its production activities. Similarly, maintaining high product quality while minimising costs would be extremely difficult. Imagine if a business was struggling. Its
3.3 Person–organisation fit This approach stresses that people's behaviour and performance are strongly influenced by the environment in which they find themselves. So being successful in a job in one organisation does not necessarily imply success in a similar job in another. In assessing the suitability of a job applicant a manager should explore the reasons why a person has performed well in their existing job and consider whether similar conditions apply in the new job. Advocates of the person-organisation fit appro
References 3.6.1 Saying thank you and acknowledging current contribution Probably the single most important way of retaining people's support and goodwill is to say thank you promptly and to demonstrate that you have noted and valued whatever it is they have contributed. If you do not have the systems to guarantee that supporters are thanked appropriately, then you cannot seriously expect to move anyone anywhere – be it up a pyramid, into a kite or round a matrix. 3.4 Communicating your request There is a real tension between being both personal and impersonal at the same time, appealing to individuals as you appeal to thousands. The widespread aversion to junk mail, telephone selling and email spamming means you have only a brief moment to capture the interest and attention of your audience. This poses a dilemma: how to persuade your audience that your case warrants this attention without the dangers associated with using shock tactics, being too slick or gimmicky. Through careful 4.2.6 Getting agreement to the chosen solution It is important to establish consensus as far as possible within the project team on the best solution, and to record your decision. Depending on your reporting arrangements and the severity of the problem, you may then need to prepare a formal report with recommendations for action and take it to the project sponsor(s) for agreement. Solutions have to be ‘sold’ to ensure that they are acceptable. 4.2.3 Restating the problem If your analysis of the problem and its possible causes is thorough, it should enable you to rewrite the problem statement to include the causes. If you can clarify your objective by defining a desired end-state, you are more likely to produce a good solution. 4.2.2 Identifying possible causes The possible causes of a problem can be written onto Post-it notes or similar, and arranged on a flipchart or whiteboard in the form of a ‘fishbone diagram’. This can be a useful method to help a group to examine causes of problems, and perhaps also to clarify your own thoughts. Figure 4 shows a fishbone diagram produ 3.1 Introduction Communication on project work is the glue that holds everything together! (Young 1998) The success of a project is principally determined by its stakeholders, including sponsors and project team, and you can only know how you are doing by keeping channels of communication open. In this section, we examine briefly some of the issues involved in communicating with all people involved with the 1.3 Motivating and preparing staff Motivation is important. In resourcing the project it may be worthwhile to build in a reward system that helps to motivate. This depends on the availability of the resources to make this possible. Even if the material rewards are good, the conditions in which staff work and the relationships between them always affect performance. A project manager is often able to influence conditions and culture. The tasks allocated to staff must be realistic and achievable, and it is helpful to agree these 2.2.2 Mass production In many industries, craft manufacturing began to be replaced by mass production in the 19th century. Mass production involves producing goods in high volume with low variety – the opposite of craft manufacturing. Customers are expected to buy what is supplied, rather than goods made to their own specifications. Producers concentrated on keeping costs, and hence prices, down by minimising the variety of both components and products and setting up large production runs. They developed aggress 2.7.1 Drawing a multiple-cause diagram We can draw a multiple-cause diagram to explore and to communicate the complexity of a system, and to recognise that the effect of a particular system is normally the result of a number of different causes. Examine the example shown in Figure 17 of the multi 1.6.2 Using the matrix The results of the evaluation reflect the scores that are awarded to each option and the weightings that are attached to the different criteria. A change in one or the other (or in both) will lead to a change in the results. Accordingly, when you construct a matrix of this kind be sure to think hard about the scores and weightings. A matrix like this can be used in many ways, for example, when interviewing applicants as part of a selection process. 1.6 Evaluation matrices When there are several courses of action, then one way of thinking clearly about the advantages and drawbacks of the different courses is to compile an evaluation matrix. List the various options. 1.4 Bar charts A bar chart is another way of presenting data. It is designed to show frequency distribution, for example, the number of staff in each of four categories in an organisation. You could present the data given in Table 6 in a bar chart as shown in Author(s): 1.1.2 The origin The origin is the point on the graph where the x axis value (the output) and the y axis value (the total costs) are both zero. 5.4 The role of brands and branding Keller (2003) distinguishes between a ‘small-b brand’ as defined by the American Marketing Association: name, term, sign, symbol or design, or a combination of them, intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competition (Keller, 2003, p. 3) and the industry/practitioner definition of ‘a big-B brand’. F 4.2 Stakeholder analysis Figure 3 illustrates the range of stakeholders who could have an interest in health-related community social marketing programmes. The theories of reasoned action and planned behaviour The extended Fishbein model, based on the theory of reasoned action, includes the following components to explain behaviour. Attitude to the behaviour comprising:  a. The strength of the expectancy (beliefs) that the act will be followed by a consequence. b. The value of that consequence to the individual. This is the basic expectancy value approach. Returning to o 3.4 The importance of understanding attitudes One of the most important phenomena for a social marketer to understand is that of ‘attitudes’. Having said this, this is not a straightforward issue as there is much disagreement about the nature of attitudes, how they are formed, and how they determine our behaviour. Attitude theory research is a key focus for consumer behaviour theorists and derives from the field of psychology. There are many definitions of attitude, for example, ‘the predisposition of the individual to evalua
Box 1: Six steps to creating an evaluation matrix
